San Diego Organization of Healthcare Leaders

December 2019

President's Message

Dear Colleagues,

Not only are we closing out another year in just a few short weeks, but are also saying goodbye to another decade! I would certainly be remiss if I did not acknowledge the new heights our community has reached over the last 10 years, as well as national and global trends San Diego and Imperial Counties have harnessed to accelerate our field. From erecting new facilities to expanding successful programs, from making the annual lists of Best Hospitals in San Diego to being featured worldwide – here’s to another decade of partnerships, leadership, new opportunities, and growth.

I am also proud of our Chapter’s accomplishments this year:

  • Held the 11th Annual Conference and welcomed over 130 attendees.
  • Had the largest ever mentorship program participation with 35 mentors and 37 proteges.
  • Offered 12 face-to-face credits to members.
  • Secured funding for 6 SDSU students to attend ACHE Congress.
  • Partnered with Kathi Lencioni’s family to offer a scholarship for the second consecutive year.

Our programs would not be possible without the hard work and support of the Board members and volunteers. A sincere thank you to our sponsors who make it possible for us to continue to provide high quality programs and offer opportunities for your professional development.

We also extend our congratulations to the newly appointed Southern California Regent, Harry C. Sax, MD, FACHE, and look forward to working with him over the next two years.

If you are new to our Chapter, you may not be familiar with the ACHE Fellow distinction. The importance of earning this distinction of board certification as an ACHE Fellow cannot be overstated. The FACHE status benefits your professional goals. It also benefits the health care management profession in general as it demonstrates your competence, leadership skills, and commitment to excellent in the field. I encourage you to take the next step in advancing your career by achieving Fellow status. If you didn’t take advantage of SOHL’s Executive program or the Advancement Study Group opportunities, I urge to consider participating in both in 2020. If you are just beginning your journey toward board certification and the FACHE credential, ACHE offers complimentary resources. They are designed to help you succeed so you can be formally recognized for your competency, professionalism, ethical decision making, and commitment to lifelong learning.

Please continue to stay informed on SOHL’s activities and opportunities via Facebook, LinkedIn, Twitter, Instagram, and our website. We look forward to bringing exciting new educational programs and professional development opportunities to you in 2020.

Happy holidays to you and thank you for your commitment to your profession and ACHE!

Dasha Dahdouh, MPH

SOHL Chapter President

SOHL Programs: Quarterly Update

September 26, 2019 – CareerEDGE & You: Mapping Your Career for Success:

The SOHL Early Careerists Co-Chairs, Peter Chu and Jack Hallmark, organized an interactive webinar for members to hear about the useful career mapping resources offered by the American College of Healthcare Executives (ACHE), called CareerEDGE. Melinda Hudson, SOHL Marketing Co-Chair, shared how CareerEDGE has been beneficial for her career development and insights gained from taking the self-assessments. Rachel Gregoire from the ACHE Career Resource Center provided an overview of the free career management tool. Begin mapping out your career today and use this free tool that ACHE offers through your membership, click here for more information.


October 25, 2019 – SOHL 11th Annual Conference- Emergencies in Healthcare:

The SOHL 11th Annual Conference brought over 100 people together to learn about emergencies in healthcare from national, state, and local healthcare stakeholders. The conference featured speakers with various experiences from the war zones, local emergencies, traumatic events, and disaster management.




October 28, 2019 – 2019 Live Well San Diego Advance – Uniting for Impact:

The fourth annual Live Well San Diego Advance brought nearly 1,800 recognized partners and community leaders to network, learn about new tools and best practices, and participate in breakout sessions. SOHL members attended the advance to support the local chapter’s efforts as a recognized Live Well San Diego partner. Leaders from every sector came together to advance the Live Well San Diego vision of healthy, safe, and thriving communities in San Diego County.   

Nick Macchione, FACHE, Director of the Health and Human Services Agency for the County of San Diego, provided opening remarks at the event and is pictured below with a few of the SOHL members.



November 13, 2019 – SOHL Mentoring Program Close Out Event:

Sarah Guerard and Jessica Taylor, SOHL Mentoring Co-Chairs, coordinated the mentoring program for over 60 people this year. Since April, Sarah and Jessica provided monthly tips and reminders to help mentors and mentees have meaningful discussions throughout the mentor program process. Mentors and mentees met on November 13 to celebrate their achievements this year at Tom Ham’s Light House.



December 3, 2019 – Achieving Impact in Diversity and Inclusion:

Over 60 participants were in attendance to support the ACHE core values of Diversity and Inclusion at SOHL’s Achieving Impact in Diversity and Inclusion Panel Program. Chisun Chun, Past ACHE District Regent at Large and SOHL’s Diversity and Inclusion Co-Chair, provided an overview of ACHE’s Diversity and Inclusion efforts and Summer Enrichment Program. Kelly Price Noble, DHA, Chair of the College of Health Professions at University of Phoenix and Chair of Diversity and Inclusion for the California Institute of Human Science, moderated the Q & A discussion with the three panelists, Vernita Todd, MBA, FACHE, Vice President and Chief Strategy Officer at San Ysidro Health, Loraine Rice, Director of Human Resources for Catalyst, a Haskell Company, and David Mier, Chief of Community Affairs at UC San Diego Health. Nora Bota, SOHL Programs Co-Chair, asked the audience to submit responses via text message through an interactive application called Poll Everywhere to answer why does Diversity and Inclusion matter in healthcare (see responses in the word cloud below).




December 5, 2019 – SOHL Board Member and Volunteer Appreciation Dinner  

Vicki Shumulinksy, SOHL Volunteer Chair, organized the annual Board Member and Volunteer Appreciation Dinner to recognize Board members and volunteers for their contributions in 2019 to advance the mission of the local ACHE chapter. Dasha Dahdouh is pictured to the right with the Board members and volunteers as she recognizes all in attendance for their accomplishments and success this year. 



Other Upcoming Events (Registration is Forthcoming in 2020:  

January 2020: SOHL Annual Member Appreciation Event

February/Early Spring 2020: SOHL CEO Rounds – Leadership Pearls Event


A special thank you and recognition to the 2019 SOHL Programs Committee that assisted the Program Co-Chairs, Nora Bota and Jared Vogt, this year with planning educational experiences for the chapter and members.  

  • Cheryl Badaracco
  • Donna Evans
  • Alan Conrad
  • Bryan Walsh
  • Lydia Napa
  • Francis dela Cruz

SOHL Program Questions: Please contact SOHL Program Co-Chairs, Nora Bota at norambota@gmail.com and Jared Vogt at jvogt@rchsd.org, for further details and questions.

Welcome Our Newest Members of SOHL!

Please join us in welcoming the following new members, who have joined SOHL since September 2019 (listed in alphabetical order by last name):

  • Koku Ametepe
  • LCDR Kathryn A. Barger
  • Ferris Bautista, RN
  • Stephen Bowman, PhD, Professor, National University
  • Jacob J. Bramwell
  • ENS Samantha L. Cherry
  • CAPT Thomas Chohany
  • Rhonda Colson
  • ENS Eurice D. Elefano
  • Rosa Foronda, Clinic Manager, UCSD Health
  • CAPT Rona Green
  • Farah Hammi
  • PO3 Nicholas P. Hance
  • Todd Hardy, Senior Consultant, ECG Management Consultants
  • Heidi Harris, Director of Research, Scripps Health
  • Lilly Hernandez, MPH
  • CDR Kyle D. Hinds, Nurse Administrator, US Navy
  • LTJG Sarah D. Howard
  • Andrew Inocelda, PA-C
  • Newshaw Karkhanehchin, Director of Operations & Business Development, Kaizen Brain Center
  • HM1 Casey L. Kibby, BS
  • Mike  J. Loisel, BS
  • LT Lawrence V. Lopez, PA-C, Physician Assistant, US Navy
  • Brianna Lotze
  • Shennica Q. Luiz
  • Chandra Mark, MBA
  • Abhikya Marri, PharmD
  • Danielle McLaughlin
  • Melanie McMillen, RN
  • CDR Eric Miller
  • Katherine E. Moss
  • Andree Neddermeyer, RN, Director, Clinical Programs, AMN Healthcare
  • Jason Ortiz
  • Majd Oteibi
  • Jessica Perales
  • Farah N. Rahman, BS
  • LCDR Chad Scott
  • Robert C. Searles, MD, UC San Diego PACE
  • Vishaka Shivaram
  • Jordan A. Sisson, Senior Director of Business Development, HARTZ Search
  • Essohouna Tchonda
  • Teresa L. Therieau, VP of Operations, North County Health Services
  • LCDR David T. Uhlman
  • Khrystsina Willis
  • McKenna Winn

National News | Q4

Let us Bring the Experts to You
Choice is ACHE's tailored professional development series designed to close competency gaps and meet individual educational needs within your organization. Choice programming offers professional development that is convenient and with a cadence that works best for your group. These programs, categorized in a meaningful way, focus on topics that affect executives and leaders in the healthcare field. During the planning phase, you have options for who, what, where, when and how programs are tailored. Additionally, every program is led by a respected ACHE expert speaker, facilitator or author possessing a real-world perspective.
 
Whether you are interested in hosting a single or multi-day program, or already have existing leadership development but want to enhance your programming, let us know. Visit ache.org/Choice or contact Catie L. Russo, program specialist, ACHE Department of Professional Development, at (312) 424-9362 or crusso@ache.org for more information.
 
 
Call For Proposals: Management Innovations Poster Session   
ACHE invites authors to submit narratives of their posters for consideration during the 36th annual Management Innovations Poster Session to be held at ACHE’s 2020 Congress on Healthcare Leadership. This is a unique opportunity for authors to share the innovative work their organizations are doing with other healthcare leaders.

We are interested in innovations addressing issues affecting your organization that might be helpful to others, including improving quality or efficiency, improving patient or physician satisfaction, implementation of EHRs, uses of new technology and similar topics. All accepted applicants are expected to be available to discuss their posters on Monday, March 23, between 7–8 a.m. Posters will remain on display March 23–25 at Congress.

Please go to ache.org/CongressPosterSession for the full selection criteria. Submit narratives as an email attachment to PosterSessions@ache.org by Jan. 21, 2020
 
 
Encourage Your Members to Apply for FACHE®       
The importance of earning the distinction of board certification as an ACHE Fellow cannot be overstated. Encouraging your chapter members to take the next step in advancing their career by achieving Fellow status benefits their professional goals. It also benefits the healthcare management profession in general as it demonstrates a healthcare leader’s competence, leadership skills and commitment to excellence in the field. 
 
The Board of Governors Exam is the final step on the journey to recognition. Applicants who pass the Exam and successfully meet all other requirements by Dec. 31, 2019, will be eligible to participate in the Convocation Ceremony at the 2020 Congress on Healthcare Leadership.
 
 
Access Complimentary Resources for the BOG Exam
ACHE offers complimentary resources for Members beginning the journey toward board certification and the FACHE® credential. These resources are designed to help them succeed so they can be formally recognized for their competency, professionalism, ethical decision making and commitment to lifelong learning.
 
The Board of Governors Exam Outline is the blueprint for the BOG Exam. Every question on the Exam is associated with one of the knowledge or skill statements found in this outline. The Reference Manual includes a list of recommended readings, test-taker comments and study tips. Additional resources include a 230-question practice exam and answer key.
 
FACHE overview webinars provide a general look at the advancement process. Participants will learn how the FACHE credential can earn them the distinction of being the best of the best in healthcare management. The webinars cover the requirements, application process, BOG Exam, study resources and maintenance requirements. Plus, participants have the opportunity to ask questions about the advancement process. An upcoming session is scheduled for Dec. 12. Register online here.
 
Additional resources designed to supplement other available study resources are available as well. These include the Board of Governors Review Course, Online Tutorial and Exam Study Bundle.   

 
Recent Grads: Fellowship Opportunities at Their Fingertips
After graduating from a master’s degree program, a postgraduate administrative fellowship can give students and early careerists the competitive edge needed to succeed in their career. A fellowship enhances existing skills in a low-risk setting and provides valuable exposure to the healthcare management field.
 
The Directory of Postgraduate Administrative Fellowships is up-to-date, easy to use and free. Recent graduates can use it to review and apply for fellowships around the United States that interest them. Each listing includes application deadlines, the program description and instructions on how to apply. In addition, a variety of other resources are available at ache.org/PostGrad.

 
Find New Opportunities With ACHE's Job Center
Did you know you can apply for healthcare management positions quickly and easily with ACHE's Job Center? This member-exclusive resource allows you to search through nearly 1,800 open positions across the U.S. based on preferences such as location and desired salary. We also have internships and fellowships available to help students and recent graduates navigate new opportunities. To gain more exposure to potential employers, all members have the option of posting a resume for review. To provide additional value, the Job Center offers a Career Learning Center to help you enhance your resume and leave a lasting positive impact during your next interview. To take advantage of these resources and more, visit ache.org/JobCenter.

 
ACHE Announces Nominating Committee 2020 Slate 
The ACHE Nominating Committee has agreed on a slate to be presented to the Council of Regents on March 21 at the Council of Regents meeting in Chicago. All nominees have been notified and have agreed to serve if elected. All terms begin at the close of the Council meeting on March 21. The 2020 slate is as follows:

Nominating Committee Member, District 1 (two-year term ending in 2022)

Peter J. Wright, FACHE
President
Bridgton (Maine) and Rumford Hospitals

Nominating Committee Member, District 4 (two-year term ending in 2022)

Jayne E. Pope, FACHE
CEO
Hill Country Memorial Hospital
Fredericksburg, Texas
 
Nominating Committee Member, District 5 (two-year term ending in 2022)

John G. Faubion, FACHE
President
Faubion Associates Executive Search
Glendale, Calif.
 
Governor (three-year term ending in 2023)

Joanne Carrocino, FACHE
President/CEO
Cape Regional Health System
Cape May Court House, N.J.
 
Governor (three-year term ending in 2023)

William P. Santulli, FACHE
Executive Vice President/COO
Advocate Healthcare
Oak Brook, Ill.
 
Governor (three-year term ending in 2023)

Michele K. Sutton, FACHE
President/CEO
North Oaks Health System
Hammond, La.
 
Governor (three-year term ending in 2023)

Nizar K. Wehbi, MD, FACHE
Deputy Director, Center for Health Policy and Assistant Professor
University of Nebraska Medical Center
Omaha, Neb.
 
Chairman-Elect

Carrie Owen Plietz, FACHE
Executive Vice President/COO, Hospital Division
WellStar Health System
Marietta, Ga.
 
Additional nominations for members of the Nominating Committee may be made from the floor at the annual Council of Regents meeting. Additional nominations for the offices of Chairman-Elect and Governor may be made in the following manner: Any Fellow may be nominated by written petition of at least 15 members of the Council of Regents. Petitions must be received in the ACHE headquarters office (American College of Healthcare Executives, 300 S. Riverside Plaza, Ste. 1900, Chicago, IL 60606-6698) at least 60 days prior to the annual meeting of the Council of Regents. Regents shall be notified in writing of nominations at least 30 days prior to the annual meeting of the Council of Regents.

Thanks to the members of the Nominating Committee for their contributions in this important assignment:

Charles D. Stokes, FACHE

David A. Olson, FACHE

Chisun S. Chun, FACHE

Donald G. Henderson, FACHE

Carle-Marie P. Memnon, FACHE

David A. Stark, FACHE

COL Mark D. Swofford, PhD, FACHE

Michael O. Ugwueke, DHA, FACHE

Shifting Perceptions of Change From Episodic Solution to Always-on Strategy

Healthcare leaders are grappling with unprecedented disruption, resulting in a greater need for agile, change-ready cultures. A change-ready culture accepts that change is constant and understands that success will not come from point-in-time solutions, but rather from meaningful, perpetual improvement. To create a change-ready culture, leaders must shift the organization’s perceptions of change management from an episodic solution to an ongoing strategy that becomes part of the organization’s DNA.
 
As traditional approaches to change shift, leadership practices must evolve to align with the organization’s aspirations. By actively modeling desired behaviors, leaders reinforce the mentality required for changes to be successful. To cultivate an organization that is able to evolve continuously, its leaders should do the following:
 
  • See change as a transformative competency. Recognize that change is continuous, and multiple changes must occur simultaneously. This requires a culture that accepts change as the norm and becomes so good at changing that it thrives during disruption.
  • Focus on your mission. This is your “why” for transformation and needs to be clearly, compellingly and continuously articulated in order to engage key stakeholders.
  • Hold employees accountable. Make it clear that adapting is not optional and reinforce this mentality through validation, coaching, rewards and recognition.
 
If the transformation employees are asked to take on are interpreted as overwhelming and complicated, it will make it harder for the changes to be adopted and sustained. Change should not feel impossible to achieve, and it does not have to require a significant amount of effort. Here are several essential steps:
 
  • Establish a shared vision of transformation within your organization. This will help curb change-related stress and confusion regarding the way forward.
  • Leverage data to create a high-level view of the organization. Rather than focusing on a broad problem, conduct an objective assessment and diagnose the challenges at hand with quantifiable data. Share these insights broadly to promote buy-in.
  • Demonstrate why. After you build your strategy, share data with stakeholders to explain why changes are critical for reaching organizational goals.
  • Identify advocates. Seek out individuals who will display model behaviors and encourage others to contribute to growth and sustainable performance. They can help determine who will be affected by change and how certain team dynamics may impede or accelerate progress.
 
Change within healthcare is no longer an option; it’s a necessity for long-term viability. Make sure leaders make the essential mind shift, then build momentum for transformational capability.
 
—Adapted from "Elevating Change Management: From Point Solution to Continuous Transformation," by Tonia Breckenridge, Michelle Bright and Ryan McPherson, HealthLeaders, Oct. 14, 2019.
 
 

Learn the Art of Dialogue and Have Open, Productive Conversations

Open and productive conversation is absolutely critical in today’s high-velocity business environment. If our conversations go nowhere, failure will quickly follow.

The problem is that most of us think we are having conversations when we really are not. We often participate in one-way conversations–essentially monologues: I tell you what I want to tell you. You tell me what you want to tell me (or you tell me what you think I want to hear so I’ll leave you alone). We excel at taking turns talking, but neither side is exploring and discovering and building on what is being said. When this happens, the promise of a new discovery or breakthrough is lost. So we aren’t solving problems and are often creating them.

There is a difference between what typically passes for conversation and true dialogue. If two people are engaged in a dialogue, at least one of them can dependably benefit from the other’s experiences. That is why it is important to learn the art of dialogue and practice it daily in all communications. To help promote the art of dialogue, you must be curious about another's point of view and willing to:

• State your own view and ask others for their reactions
• Be wrong
• Accept that you may be unaware of certain facts
• Remain open to new information
• Change your mind
• Interpret how others are thinking and reacting and seek to understand their underlying feelings

Dialogue lets us discover more of our own intelligence and blend it with the knowledge and wisdom of others. Clear and powerful agreements can result from dialogue, whereas little worthwhile insight is likely to come from simultaneous monologues. These types of ineffective conversations can lead to a reactive cycle, in which people react instead of participate. If left unchecked, the reactive cycle can do more than kill the productivity of a conversation and even damage relationships.

A reactive cycle starts when someone says something with which you don’t agree, or may even strongly dislike. In a split second, your emotions are triggered and you may feel threatened or defensive. You react by attempting to control the situation, the person or retaliating. Doing so may trigger the other person's emotions, causing that person to now attempt to gain control, which, in turn, causes you to react again. This back-and-forth emotional interplay—this reactive cycle—results in another unproductive conversation or meeting.

There are three steps that can be taken to break a reactive cycle:
1. Identify it; where one of the parties notices the reactive cycle and literally “calls it out.”
2. One or both of the parties claim their responsibility for being reactive.
3. Both parties try to understand their own–and the other’s–viewpoints and emotions, and attempt to enter into a true dialogue by reframing their perspectives.

After we have named, claimed and re-framed a reactive cycle, we can engage in the type of open, honest and productive discussion needed to accomplish mutual objectives. By learning the art of dialogue we help ensure that everyone is on the same page and moving forward in the same direction.

—Adapted from "Learn the Art of Dialogue and Have Open, Productive Conversations," O'Brien Group.

Special Thanks to Our Platinum and Gold Sponsors

The generosity of SOHL's Platinum and Gold Sponsors make all that we do possible! Special thanks to the following organizations (listed in alphabetical order):

 

 

 


AMN Healthcare is the leader and innovator in healthcare workforce solutions and staffing services to healthcare facilities nationwide. With insights and expertise, AMN Healthcare helps providers optimize their workforce to successfully reduce complexity, increase efficiency and improve patient outcomes

https://www.amnhealthcare.com/

 

 

 

Catalyst, a Haskell Company, is a healthcare consultancy devoted to bringing customer-driven healthcare solutions to provider organizations across the country. Catalyst deploys innovative strategic, operational, and facility planning solutions that enable healthcare organizations to optimize the patient care experience while improving access and reducing costs. 

https://catalysthc.com/

 

 

 

The Hospital Association of San Diego and Imperial Counties (HASD&IC) is a non-profit organization representing 38 hospitals and integrated health systems in the two-county region. Our mission is to advance the organization, management, and effective delivery of affordable, medically necessary, quality health care services for the San Diego and Imperial County communities.

www.hasdic.org

 


Indian Health Council, Inc., located in North San Diego County, is a nine reservation-consortium healthcare provider (federally recognized tribal organization)  deeply committed to addressing its communities’ health needs and improving their quality of life through a full spectrum of integrated, on-site and outreach medical, dental, and behavioral services and wellness programs.

www.indianhealth.com

 

 

 

 

Kaiser Permanente is a leading health care provider and not-for-profit health plan, serving over 11.3 million members in eight states and the District of Columbia. Dedicated to care innovations, clinical research, health education, and the support of community health, Kaiser Permanente’s focus is on total health.

www.kaiserpermanente.org

 

 

Founded in 1924, Scripps Health is a nonprofit health system in San Diego. Scripps treats more than 700,000 patients annually through the dedication of 3,000 affiliated physicians and more than 15,000 employees throughout five hospital campuses, 25-plus outpatient centers, and hundreds of affiliated medical offices throughout the region.

https://www.scripps.org/

 

 

 

Sharp HealthCare is a nonprofit health system that includes four acute-care hospitals, three specialty hospitals, three affiliated medical groups, and a spectrum of other facilities and services. Sharp has 2,900 affiliated physicians and more than 18,000 employees across its care sites.

https://www.sharp.com/

 

Sodexo is the worldwide leader in quality of life services. Every day, we strive to improve the quality of life of 100 million people. We develop, manage, and deliver a unique array of on-site services, benefits, and rewards service, and personal and home services.

https://www.sodexousa.com/

 

 


 

Tri-City Medical Center, a full service acute-care hospital, operates the only Level III Neonatal Intensive Care Unit in North County, as well as the Orthopedic & Spine Institute, Cardiovascular Health Institute, and the Tri-City Wellness & Fitness Center in Carlsbad. It specializes in robotic surgery, cancer and emergency care. 

www.tricitymed.org

 

 


 

UC San Diego Extension programs meet the needs of current and future healthcare professionals for professional development, technical education, and training and innovation. The Healthcare Portfolio at UC San Diego Extension includes a broad array of educational opportunities with many courses and certificate programs online or as in-person workshops.

https://extension.ucsd.edu/

 

 

UC San Diego Health has cared for the community for 50+ years, while researching new treatments and training tomorrow’s doctors. Our physicians and scientists have made important contributions to numerous fields. Our specialty care in cancer, cardiology, and surgery consistently ranks among the nation’s best by U.S. News & World Report.  

https://health.ucsd.edu/

 

 

 

The University of Phoenix is the first of its kind created for—and by—working adults. Our flexible programs are available online and on campus, with a curriculum influenced by real industry expectations and taught by instructors who have actual experience in the health care world.

https://www.phoenix.edu/